and management. With respect to the personnel facet, the Guided Missile Development Division (GMDD) at Redstone Arsenal, the group that had been consistently recommending the development of a long-range missile, possessed the nucleus to acquit this task, but not within the telescoped time frame indicated in the development directive. This meant that qualified people would have to be recruited and trained. Likewise, facilities at Redstone provided a basic requirement, a factor that had weighed heavily in choosing the installation as the development site, but these had to be augmented with structures and test facilities that were peculiarly suited to a mission of large scope and complexity. Too, the prime production contractor had to be assisted in obtaining suitable space. And finally, with regard to the management aspect, the development of the weapon to full operational capability required the talent and technical "know how" of numerous Army elements, and a management system had to be devised to assure the responsiveness of these organizations. In sum, the Agency leader, although armed with special delegated powers, had many problems to resolve at the outset of the JUPITER development program. Personnel As intimated, GMDD provided the basic manpower reservoir for the newly formed ABMA. This group was comprised of about 1,600 personnel, of which some 500 were classified as scientists and engineers. One hundred of these had been scientists and engineers on the German V-2 project during World War II. Although talent and capability were represented by this group, there was a demand for a greater technical work force to accomplish the task at hand. To meet this requirement, the month before ABMA's activation, ______________________________